Добірка наукової літератури з теми "Non-first-generation family firm"

Purpose – The purpose of this paper is to examine the impact of family ownership on firm performance. In particular the authors investigate whether family firms outperform non-family firms and whether first generation family firms perform better than second generation family firms in an emerging economy using Bangladesh as a case. Design/methodology/approach – This study uses a data set of 141 listed Bangladeshi non-financial companies for the period 2005-2009. The methodology is based on multivariate regression analysis. Findings – The result shows that family firms perform better than their non-family counterparts. The authors also find that family ownership has a positive impact on firm performance. The analysis further reveals intergenerational differences where family firms and performance are associated positively only when founder members act as CEOs or chairmen. However, when descendents serve as CEOs or chairmen family firms are associated with poorer firm performance. Originality/value – The authors extend the findings of previous studies that investigate the family ownership and firm performance relationship in developed economy settings, but neglected emerging economies. The study also informs the literature about the intergenerational impact of family firms on performance in an emerging market.

Purpose In order to deepen our knowledge of governance of family firms, the purpose of this paper is to focus our attention on the relation between family owners who are members of the board of directors and firm performance. Also, this study sheds more light on how the generation in charge of the family firm affects that relationship, as generational involvement may be a unique predictor of governance behavior in these firms. Design/methodology/approach The authors applied a cross-sectional ordinary least squares regression model to test the hypotheses on a sample of 313 non-listed Spanish family SMEs. The authors suggest the possibility of a non-linear relationship between the percentage of ownership by family members of the board of directors and firm performance, and specifically, the authors propose an S-shaped effect that implies two breakpoints. Findings The authors find not only that an inverted U-shaped relationship exists, but also an S-shaped relationship between family board members’ ownership and firm performance in family SMEs. Nevertheless, the results are different in comparing first-, second- and later-generation family firms. Originality/value This is one of the few empirical studies that examine the relationship between family board ownership and firm performance in the context of non-listed family SMEs. The authors consider that the influences of family directors on the board of directors as well as the concentration of family ownership on the board of directors are worth studying in non-listed family SMEs. Moreover, previous studies have focused mainly on large listed family firms but not on unlisted ones.

Purpose – The purpose of this paper is to examine the generational differences among publicly traded family firms in regards to value creation and value appropriation in the innovation process by drawing upon the knowledge-based view (KBV) and family business literature with a focus on socioemotional wealth perspective. Design/methodology/approach – The authors tests the hypotheses via longitudinal regression analyses based on 285 yearly cross-firm S & P 500 firm observations. Findings – First, the authors found that family ownership with second or later generation’s majority exhibits lower levels of value creation capabilities compared to non-family firms, whereas there is no difference between those of the firms with family ownership with a first generation’s majority and non-family firms. Second, the authors also found that family owned firms with a first generation’s majority have higher value appropriation abilities compared to nonfamily firms, while there is no significant difference in value appropriation between the later generation family firms and non-family firms. Research limitations/implications – The study help scholars, family business members, and investors better understand family involvement, and how it impacts firm performance through value creation and value appropriation. Originality/value – The paper contributes to the family business, innovation, and KBV literature in several ways. While previous family business studies drawing upon resource-based view and KBV often focus on the value creation in family governance, the authors investigate both value creation and value appropriation phases of innovation process.

Purpose The purpose of this paper is to examine the relationship between family firm generational involvement and performance. Although researchers have studied this relationship extensively, a complete understanding of its true magnitude and sign is still lacking. Design/methodology/approach This meta-analysis sheds new light on this relationship, integrating the findings of 43 studies with 51 independent samples and 18,802 family firms. Findings The results reveal a small and negative relationship indicating that later-generation family firms perform worse compared to first-generation ones. The authors also show that the relationship is stronger for younger than older and for private than public firms. Finally, the measurements of both variables influence the relationship yielding critical research implications. Research limitations/implications This study suggests that future researchers examining the effects of generational involvement on family firm performance should conduct their analysis using multiple measures of both variables to ensure the accuracy of their results. It also highlights the need of family business scholars to converge to the use of a universal family firm definition, as findings differ significantly in strength and direction depending on which definition is used. Practical implications From a practitioners’ perspective, the findings imply that owners of young and private family firms should consider professionalizing and adopting a balanced top management team composition consisting of both family and non-family members as a way to mitigate the negative effects of “familiness” on performance. Originality/value This study empirically demonstrates the importance of adopting a generational perspective when examining differences in family firm performance.

Research background: Family businesses represent a combination of family and business aspects. Typically, a family is the majority owner and its members are top managers of the firm. The company name often contains the names of family members, i.e. they are publicly known. The family thereby gains recognition through the business operations of its firm, such as socially responsible business practices, and may also be considered a good employer. These aspects constitute its socioemotional wealth (SEW). Family business owners may consider the SEW to be of greater importance than typical corporate management, and this may be a reason for the lower profitability of family businesses. The purpose of the article: The aim of this article is to describe selected factors influencing SEW and to verify their significance on data on Czech family companies. Methods: The research was based on qualitative and quantitative data obtained by a questionnaire survey. Descriptive and statistical methods were used to analyse the formulated assumptions. Findings & Value added: Most Czech family companies are run by the first or second generation of family owners. Since they consider their control and influence on their company to be extremely important, family owners do not typically consider the entry of non-family investors into the ownership structure. The assumption that family companies have a low level of indebtedness was not confirmed. The ownership of the company consists of one family, which usually keeps a 100% share. The family has at least one member in the top management. The founder of the company is typically the father. The family prefers to transfer the business to family members; firstly its management, then its ownership.

AbstractFirms managed by women present some differences in organizational conditions in terms of type of business and manager profile. The aim of this study is to check if those differences persist in family firms where the presence of female managers is higher, especially in second or subsequent generation family firms, than in non-family firms. The results reveal that family firms run by women are not smaller, but are concentrated in the services sector like non-family firms. Regarding the manager profile there are no differences either in the level of training or the age of female managers. They possess, however, less management experience but only in first generation family firms. In sum, gender differences in the type of business and in the manager profile found in the management literature disappear in family firms, only a sectoral gender effect persists.

This paper investigates whether family ownership affects decisions to take a writeoff of the goodwill and the amount written off. This study is based on a panel of public United States firms. Consistent with predictions based on agency theory and socioemotional wealth (SEW) theory, the findings demonstrate accounting discretion in goodwill impairment is lower in family firms than non-family firms. The results also show that first-generation family firms are more likely to exploit accounting discretion in goodwill impairment decisions than second or later generation family firms, due to greater concerns associated with the negative consequences of the write-off. This paper contributes to previous research on accounting in the context of family firms. Family firms cannot be considered a homogeneous group with the same propensity to exploit the discretion allowed by accounting rules in highly subjective fair value measurements. Generational change significantly influences firms' accounting choices, leading to more credible earnings and asset values for second or later generation family firms. This study also suggests the earnings management literature would benefit from additional in-depth investigation into how the generational stage of family businesses affects accounting discretion.

This paper examines the effects of family control on a firm’s adoption of sustainability practices, with special attention given to the heterogeneity of the family business derived from the generational stage of the company. Using a panel of 166 Australian companies listed between 2011 and 2018, we found that family businesses have lower sustainability scores compared to non-family businesses, according to the predictions of the socioemotional wealth (SEW) approach. For a subsample of family businesses, we found that multi-generational family businesses score better on sustainability than firms managed by the founders (first-generation). The SEW perspective could explain the effects of family control based on the pursuit of non-economic goals and the higher risk-aversion of family businesses. The decline in non-economic goals resulting from the ageing of the company stimulates the adoption of better sustainability practices. The generational stage of a family business could be a moderator of the relationship between family control and the adoption of sustainability practices and is a central element in explaining the disparity in the sustainability policies within family businesses.

The Proteaceae, a Gondwanan family, are richly represented in South Africa’s Cape Floristic Region (CFR) (331 species, 14 genera) and Australia’s South West Botanical Province (SWBP) (682 species, 16 genera). Both of these regions have mediterranean-type climates, infertile soils, similar geomorphic and climatic histories, and show strong convergences in plant form and function. There are many similarities in the patterns and ecological correlates of diversity in the CFR and SWBP Proteaceae. First, both floras are overwhelmingly endemic, with many large genera and correspondingly high species to genus ratios, indicating massive in situ diversification (species flocks). Second, on both continents, high habitat (mainly edaphic) specialisation leads to similar levels of beta diversity. Third, most species are non-sprouters (i.e. killed by fire) and of intermediate size. There are, however, several divergences in these patterns and correlates. First, in the SWBP, Proteaceae invariably emerge as one of the largest families in florulas, whereas they occupy a much lower rank in the CFR. Second, species numbers in the SWBP peak in landscapes having intermediate levels of annual rainfall, whereas CFR Proteaceae diversity peaks in the wettest areas. Third, local diversity is higher in the SWBP where Proteaceae have exploited a wider array of temporal and spatial habitats than in the CFR. Fourth, despite lower environmental heterogeneity in the SWBP, gamma (geographical) diversity is higher there. Fifth, as a result of higher local and gamma diversity, regional richness in the SWBP is more than double that of the CFR. Finally, sprouting, serotiny, bird-pollination and tall stature are proportionally more important traits in the SWBP than the CFR where most species are low, non-sprouting, myrmecochorous, insect-pollinated shrubs. Subtle differences in the historical and contemporary climates of the two regions have resulted in different processes leading to the origin of these species flocks. In the CFR, milder conditions have favoured non-sprouters (short generation times): species have accumulated largely as a result of lineage turnover. Harsher conditions in the SWBP have favoured sprouters: here species have accumulated as a result of both persistence and turnover.

Purpose – Research on entrepreneurial orientation (EO) has attracted researchers’ attention for over 30 years. The purpose of this paper is to comprehensively analyze the body of literature resulting from 30 years of research in EO, and to answer the following questions: what are the major themes that have emerged? What areas are missing? What degree of convergence do we see in the field of EO, and what concepts/topics has the field converged around? Design/methodology/approach – A bibliometric study with a sample of 405 articles published from January 1987 to July 2014 was developed. Techniques of bibliometric, lexical, and content analysis were used. The analysis involved: the evolution of published articles; the main authors, their nationalities, and institutional affiliations; citation and co-citations analysis; the journals that have published the most articles; and the most frequently-searched topics. Opting for bibliometric techniques permit an analysis of a larger number of articles and a greater variety of articles than other methodologies such as meta-analyses and systematic review studies. Accordingly, a more comprehensive look at the field of EO can be taken. Findings – Two distinct but complementary classifications are proposed to characterize the body of the literature resulting from 30 years of research in EO. The first one demonstrates that the field presents a convergence of the themes in four axis which together comprise studies on EO: performance, strategy, entrepreneurial attitude, and management. The second one presents the frequency of occurrence of the themes in the field: high-frequency themes or classical themes, frequently in the literature; moderate-frequency themes or emerging issues have not been sufficiently explored; low-frequency themes or potential opportunities related to understudied issues and contexts less frequently surveyed. A future research agenda is proposed for emerging themes and specific contexts. Practical implications – The identification of key themes in the field of EO contributes to assess the research evolution in order to recognize emerging themes and contexts, and the research gaps. With this, it is possible to lead new studies to cover a lack of research and advance knowledge in the field. The themes most studied also show the contribution for EO to organizational practice, especially in relation to the impact on the performance, the stimulus to the development of innovations, and the effects on organizational growth. Additionally, the identification of the authors most cited, most productive on the theme and the identification of the core journals for publishing of the area is recommended as a general reference for researchers interested in the topic of EO. Social implications – Although EO literature has been widely developed in Anglo regions (especially in the USA and UK) and Germanic Europe (especially Spain), there are others lacking these studies, especially Latin America, sub-Saharan Africa, Eastern Europe, and Middle East, with rare articles published internationally. The results can guide the advancement of research in these different contexts and realities where even issues more widely treated in the literature have been unexplored. The lack of studies in certain contexts can lead to new studies for inserting new insights into EO, such as potential differences between developed regions and in development. For regions where the studies on EO are more developed, the results of this paper contribute to signaling issues and contexts little explored that may be the focus of attention. Originality/value – The generation of literature indicators of EO through bibliometric fills a research gap on the theme, providing a more comprehensive view of the field and of the current status of the research on EO. Identifying the most frequent topics in EO literature, and little-explored themes and contexts makes it possible to propose an agenda for future research and knowledge generation on EO. Thus, it is suggested the development of studies focus on emerging themes like growth, learning, knowledge, resources, and capabilities; also in specific contexts with potential for aggregating new knowledges in the EO field such as family firms, non-profit organizations, social contexts, the public sector, university, spin-off, firms in emerging and developing economies.

Background: The firm’s choice of the optimal financial structure remains an unsolved problem within finance. The reasoning behind family firms’ specific financial structure differs within various research. The GGVV-region is composed of four small municipalities: Gnosjö, Gislaved, Värnamo, and Vaggeryd. This region is seen as the best dynamic counties in all of Sweden, it is also considered the most successful area of the countryside in terms of its economic contribution. Because of these aspects, it is therefore of great importance to investigate the difference of the financial structure within generations of family firms. Purpose: This paper studies whether there is a correlation between the generation in charge of family businesses within the GGVV-region and the financial structure of the businesses. Aim: The aspiration is that this research will be a good addition to the understanding of family businesses in the GGVV-region along their financial policies within different generations running the firm. Method: This study will contain 42 family firms within the GGVV-region defined as family firms through a questionnaire. The financial structure of the first-generation and non-first-generation family firm will be investigated using their debt ratios throughout the years 2015-2019. The testing is performed through Panel Data Model using Random Effects Model, along with descriptive statistics of the data and a Difference-in-Difference test. Conclusion: No significant difference can be found at any level between the 1GFF and the Non-1GFF when it comes to their financial structure.

Leadership succession is inevitable for most family businesses. To effectively face this challenging transition, next-generation leaders need to have the ability to gain their employees' trust which is typically very challenging due to previous generation' influence on the business. The chapter explores how trust in family leaders can impact succession when a business is passed from one generation to the next. This chapter presents two comparative examples of family business cases operating in the transportation sector in Italy. In the first business, the succession already took place and the next-generation leader is running the firm, while in the other firm, the incumbent generation is still in charge of the company and is not passing the baton. Results show that the incumbent and next-generation leader's perception of their leadership style correspond to non-family employees' perceptions. However, employees' trust in the incumbent is higher than the trust in the successor.

Leadership succession is inevitable for most family businesses. To effectively face this challenging transition, next-generation leaders need to have the ability to gain their employees' trust which is typically very challenging due to previous generation' influence on the business. The chapter explores how trust in family leaders can impact succession when a business is passed from one generation to the next. This chapter presents two comparative examples of family business cases operating in the transportation sector in Italy. In the first business, the succession already took place and the next-generation leader is running the firm, while in the other firm, the incumbent generation is still in charge of the company and is not passing the baton. Results show that the incumbent and next-generation leader's perception of their leadership style correspond to non-family employees' perceptions. However, employees' trust in the incumbent is higher than the trust in the successor.

This chapter follows the new research current that looks for heterogeneity between family businesses and its consequences. Through a cluster analysis, the chapter presents a taxonomy of four groups with different family government profiles, depending on the scope—number of issues considered—and the level of formalization. Alike, the research describes the different relative importance that each group attaches a to financial and non-financial performance measures, as well as to the dimensions of business and family success. The chapter analyzes a sample of 147 SME family businesses that belong to the tourism industry. All of them are closely held family businesses that range between the first and third generation. Results show how family businesses with wide and formalized family government systems place a special emphasis on those success measures related to stakeholder satisfaction, family satisfaction, and wealth preservation. They present a stronger continuity intention.

The aim of this chapter is to highlight the peculiarities of the succession in family-owned businesses and to discuss the main difficulties encountered by second and third-generation entrepreneurs during the succession process. By the use of direct interviews, the authors collected information about the specific role played by the multiplicity of stakeholders involved, first of all the HR function and the relationship with non family employees. The case studies analysed consider family firms that are managing their succession process. Two generations coexist in two cases with family members belonging to different branches of the same family. Non-family managers and employees represents a fundamental stakeholder that influence the success and sustainability of the succession process. One aim of the chapter is to analyse how the HR practices have changed during the succession process considering how the successors entered and integrated with non-family managers and employees according to the management for stakeholders approach.